Tuesday, October 20, 2009

Rory Sutherland is a marketer who recently gave a TED talk. The talk is about 16 minutes long and is hilarious, you should totally watch it.

He opens the talk with this gem, "if you want to live in a world in the future where there are fewer material goods, you can either live in a world which is poorer (which people generally don't like), or you can live in a world where actually intangible value constitutes a greater part of overall value."

Seth Godin is another marketer who has a short and sweet blog post called Creating sustainable competitive advantage in which he argues that competitive advantage rarely comes from proprietary technology or technological barrier to entry. In other words, technology alone will not allow a business to succeed because its competitors will quickly be able to copy the technology.

He has a list of things you can do to gain competitive advantage, 3 of which apply here:

You can build a network (which can take many forms--natural monopolies are organizations where the market is better off when there's only one of you).

You can build a brand (shorthand for relationships, beliefs, trust, permission and word of mouth).

You can create a constantly innovating organization where extraordinary employees thrive.

Tying in with Sutherland, these are about adding intangible value. You can gain intangible value by building a network around your product, or by building trust and a name for yourself ("brand"), or by being a constantly innovating organization.

The last is half intangible, half tangible. The actual innovations produced are tangible, but being innovative adds its own intangible value, both to your customers as well as your own employees and even to job applicants! Emphasizing extraordinary employees is a relatively intangible thing which can produce tangible benefits across the board (better products, faster delivery, lower employee turn over rate, and better employees). Thus the competitive advantage.

I think this concept of Intangible Value can be extended into software itself. Possibly the best example is usability. Some software usability concerns are tangible: how long does it take someone to accomplish a task, how many clicks are required, etc. But other usability concerns are intangible: does the user enjoy using the software or does it make them want to shoot themselves in the face.

Seth Godin's post talks about things you can do today to gain competitive advantage, but Rory Sutherland's talk is about how we as a people need to learn to value intangible things more. This is much harder than it sounds.

When you're evaluating two products, you look at the feature lists. If one product has more features, you're likely to decide that it is the better product. But while it may have more features, it may also make people want to shoot themselves in the face. Can we include that on the list of features?

As an example, compare Microsoft Visio to Balsamiq Mockups. Visio is a very full featured product which is ridiculously flexible and powerful compared to Balsamiq. But everyone I know likes Balsamiq better. Why? It's the shoot myself in the face factor. Balsamiq is faster and easier to use. In fact, it's a joy to work with. That is a relatively intangible benefit, but it's real.

As another example, take 37 signals. I have not personally used their products, but I know from what I've heard and from what they've said that their focus as a company is on building slim lined and usable software. There are big box alternatives to their products that have been around for much longer and are far more "configurable," but people love 37 signals. Again, for mostly intangible reasons I think.

So intangible value is a real thing which is often overlooked by the "deciders" but always appreciated by the users. The challenge for those of us who design software is to figure out how to add that intangible value into our products, and how to make potential users aware of it. The challenge for people in general is to recognize intangible value when they come across it and not dismiss it as unimportant.

Wednesday, October 14, 2009

Management is an oddly fascinating subject. It's kind of dirty word these days, but when you distill out all the nonsense and get down to what it's really about, it's interesting. Managing programmers, or "knowledge workers," is, in many ways, a special case and requires special consideration. This is because you can't break a programmer's job into a series of reproducible steps. Programming is an inherently creative job, which is why it's often compared to craftsmanship.

In thinking about how to manage programmers, I tend to empathize with the programmers more than the managers. The way I see it, a programming shop's number one expense AND number one asset is its programmers. So it seems pretty clear to me that you aught to do everything you possible can to keep those programmers working well. The challenge is of course figuring out how you actually do this.

The book First, Break All the Rules, suggests that a manager's job is to discover the talents of his people and direct those talents to the business's goals. I like looking at it this way because it indicates that the manager should recognize what his people are good at, and then let them go be good at it. The trick then is to make sure the things they're being good at are also the things the business needs to be good at.

Joel Spolsky goes even further and says that a manager's "most important job is to run around the room, moving the furniture out of the way, so people can concentrate on their work." At least, he says that's how managers at Microsoft behaved. Again, there is a large focus on getting out of the way so your people can work.

Recently Fog Creek announced a series of training videos they are selling. The video series is $2000 and a little conceited if you ask me... But in the promo video, one of the Fog Creek dudes says, "Developers are assumed to know the right answer. So you don't start from a position of negotiating about whether or not you could possibly have the right answer. You assume they have the right answer and that's there job to explain to you why its the best solution, not why its the wrong solution or the right solution." In this we're seeing some of that "get out of the way" mentality but also a certain amount of built in trust.

I have my own theory on the best way a manager should behave, which is strongly influenced by these references as well as just about every word in Peopleware. I think it breaks down like this:

Trust your people

Value your people's time over just about everything

When I say trust, I'm not talking about blind trust. I'm not a complete idiot! But I am talking about a change in tone. A manager needs to set the goals and objectives people are working toward, and a manager needs to ensure those goals and objectives are being met correctly and effectively. But a manager should trust their people to do the work right and in the best way possible. As a manager, you can ask for proof of why what people are doing is the BEST way. But you need to be careful that you don't demand proof they are not completely wrong. There is a subtle difference here which has a huge effect on morale.

I think this is very important. Programmers want to be treated like experts. They want their opinions to matter. If you stifle that, you will end up with frustrated programmers, and frustrated programmers don't work as well. Worse, since programming is a creative activity, if you're actually stifling creativity you're ruining your product. The best way to improve morale and encourage creativity is to offer up some trust and treat people like adults.

If your people know that they are trusted, and that their ideas will be seriously considered, they're more likely to bring ideas to you. They're more likely to think outside the box. These can only be good things. If instead they feel untrusted and are afraid their ideas will always be shot down, they wont bring anything to you.

Programming can be detailed tedious work. Nothing pisses a programmer off more than the impression that the time and effort they have spent was wasted or simply unappreciated. This is why programmers hate dropping a project in the middle to work on something "new" and "higher priority" that "just came up." New higher priority things DO come up at the last minute. But if a manager just tosses it on a programmer's desk and says, "get this done first" they're not valuing the programmers time.

I firmly believe a manager's job is to push the furniture out of the way so the programmers can get their work done. But, we're not really talking about furniture. We're talking about all the complexity of a project. The inter-relations between different teams, the ever changing client demands, the relative priorities of different assignments. These are things the managers should be focused on working out so that programmers don't have to spend so much time worrying about them.

Again, much of this is just tone. When a manager is laying out the work that needs to be done and the order it needs to be done in, and who needs to do what work when... they can treat this as a power opportunity for themselves. To hand out assignments from on high with little regard for explaining the circumstances to the programmers and a simple expectation that the programmers should take it and get it done. Or they can treat this as an opportunity to indicate that the goal is to optimize the developers time so they can focus and do their best work instead of dealing with the sticky details of the real world that programmers simply don't like.

A manager has to do the same work either way. In the end, much of management really comes down to politics. And since I believe the programmers are the most important asset going for a business, I believe the politics should be oriented around keeping the programmer's morale high, avoiding frustration as much as possible, and engendering a corporate culture where the programmers feel their work is valued and important.

Thursday, October 8, 2009

Over at InfoQ there is a presentation by Eric Evans called Strategic Design - Responsibility Traps. This presentation is full of all sorts of gems like "one irresponsible programmer can keep any 5 top notch programmers busy."

His presentation is all about how to take legacy systems and apply DDD (Domain Driven Design) to them when doing new development. In the process he addresses lots of really important issues like, "the whole system will not be well designed," which I may dedicate a whole post to in the future.

What I want to mention here is what he calls Responsibility Traps. These are traps that responsible programmers (read: good programmers) fall into. In the presentation he mentions two:

Building a platform to make others productive

Cleaning up other people's mess

The reason why these are traps is that "you are not the one who finally delivers the sexy new capability." Instead, what you've done is "made the irresponsible programmers look even better". Ultimately Evans believes this leads to this fact: "Because the best programmers are busy making the platform strong, the actual delivery of the Core Domain is being done by irresponsible programmers."

I had never really thought about this, but I think he's dead on. Your real star players, over time, gravitate to working on more abstract projects like frameworks and platforms and very technology oriented things. This migration makes sense on the surface, because these things are harder, so you want your best people working on them.

The problem with this is that these are not the projects that make the biggest difference to the product as a whole. These things are not part of the Core Domain. They may be important. In fact they may be absolutely essential, but it doesn't change the fact they are not the MOST important. They are not what your application is all about. So what happens is your irresponsible developers end up working on the MOST important parts of the application.

Evans consistently uses the word "irresponsible" instead of "bad" or "weak". I think this is more than a political move on his part. The reason why it's a problem that the irresponsible developers are writing the core domain is that they write it irresponsibly, not that they write it badly. What does that mean?

They hack through it

They leave it a mess

They don't question the design when it stops working well

They keep bolting new stuff on top instead of refactoring

They introduce performance and maintenance problems

These things are "bad", but for the most part they are not outwardly noticeable. Irresponsible developers may be fully capable of delivering a project with few to no bugs that looks just like what the business people asked for. But because they wrote it irresponsibly it will be a thorn in the side of the project from then on. Unfortunately, the business people wont know that. And if the responsible people tell them, the business people either a) wont believe them or b) wont understand the severity.

There is a certain amount of "the sky is falling!" here. The responsible people say there is a problem in something that has been written. The business people say, ok, go fix it. The responsible people toil away for awhile and return with the issues resolved. The business people don't see a difference, usually there ISN'T an immediate noticeable difference. So it looks like these responsible people keep shouting about the falling sky and then spinning their wheels on nothing for weeks, while the irresponsible people are off getting things done (and creating more problems).

The point Evans is trying to make with this is that the responsible developers are actually being somewhat irresponsible by allowing this to happen. This isn't about being political and trying to make yourself look good. I mean, it's partly about that. But it's really about being truly responsible and embracing the fact that the whole system will not be perfect and focusing on making the most important parts be the parts that are the highest quality. Those are the parts the responsible people should be working on, those are the parts YOU should be working on!

Monday, October 5, 2009

Most "technology" books aren't very good. They tend to just be focused on a specific version of a specific technology. A book like this can be useful when you're first starting out, but after you read it, you'll never pick it up again. However, there is another class of programming book that doesn't fall into this specific technology category. Books of this other class are timeless in nature because they deal with the actual art of programming instead of specific syntax or frameworks or tools. These are very valuable because they have the ability to dramatically expand your programming horizons and make you a much better developer.

This reading list will only contain books that I feel have a certain timeless quality to them and are mostly independent of language or framework. I've prioritized this list in order of how influential the book has been for me.

The Art of ProgrammingClean Code - Bob Martin
This book is about code. It's not about what that code does, or code patterns to accomplish things, or code architectures to organize things. It is just about code and how to write it so it is clean, understandable, and maintainable. It is likely the single most important book I've ever read about code because it applies to every line of code I write.

Practical Object-Oriented Design in Ruby - Sandi Metz
This book is in Ruby, and it's about Ruby, but it's also the best treatment of OO practices I've ever read. And those practices are easily applicable to other OO languages, including static languages like C#. This book has done more to develop the way I approach building OO code than any other resource.

If you've ever read the "Gang of Four" patterns book, or any books that repackaged those patterns you know what a Design Pattern is all about and you're probably bored with them. The patterns in this book are so much more influential and important than the GoF patterns, so don't let the word "patterns" scare you off. Think of this book as the text book for anyone developing multi-user "business" web apps or rich clients. It covers nearly ever major problem you are likely to be faced with if you're building from scratch. And if you're using a framework, it will explain the patterns used by that framework and their trade-offs.

Growing Object-Oriented Software, Guided by Tests - Steve Freeman and Nat Pryce
This book's approach to building a large application is deeply important. It covers outside-in development, the importance of TDD, and many useful OO and testing patterns as well. Skip the part that goes step by step through code, just read the first and last parts. (The RSpec Book actually does a better job of describing outside-in development, but it's much more tech specific.)

This is the most comprehensive book on enterprise application development I've ever encountered. For me it was a complete game changer. The book itself presents you with concepts and examples and patterns, but it doesn't get bogged down with implementation issues. The result is after reading it you know you HAVE to start writing code this way, but you really don't know how to write it just yet. I no longer actually practice the strict rules of DDD, but the language and patterns of this book still strongly influence by approach to developing complex domain code.

This book wont give you dramatic new ways to write code. Instead it will give you dramatic new ways to think about code and your responsibilities as someone who writes code. It includes what to my mind is the beginnings of Agile Programming and many of the SOLID design principles. It is also packed with parables that seem obvious until you realize they've happened to you at work. It should be required reading for any developer.

This book is some interesting cross between a book for managers and a book for programmers. Its a great read and is likely one of the most influential books in our industry. It has clearly defined much of the culture of companies like Fog Creek and Microsoft and even Google. You should read it, but if you don't work for one of those companies be warned you might get a little depressed.

If you are in any kind of "Management" role you should absolutely read this book. If you're not, you should still read this book, cause it will help you manage your manager. Even if management doesn't directly affect you at work, you still should read this book, simply because it's interesting and will give you new outlook on all the places you spend money. There is nothing specific about programming in this book, just a really solid and entertaining book on the result of a giant Gallup poll on managers.

This book is short and a ridiculously fast read. The content is so common sense you might trick yourself into thinking you already knew it. And the truth is you probably DID, but you hadn't thought about it consciously. And for that reason alone, this book is worth reading. I think the most valuable thing about this book is it shows you that you can work on Usability without spending a fortune on a usability lab or outside consultants or long term studies with thousands of volunteers.

Thursday, October 1, 2009

Joel Spolsky is a famous blogger, partly because he knows how to get people so riled up that they'll talk about him... He's done that again which a recent post called The Duct Tape Programmer. As much as I hate to fall into his trap, the debate around this has been really interesting, so I'm gonna go ahead and talk about it!

The point of Joel's post seems to be in this quote from Jamie Zawinski:

"It’s great to rewrite your code and make it cleaner and by the third time it’ll actually be pretty. But that’s not the point—you’re not here to write code; you’re here to ship products."

Joel goes on to say that "Shipping is a feature. A really important feature. Your product must have it."

So, you have to ship a product to be worth a damn. Got it. Of course, the blogging world at large took his post as an attack on TDD, Agile development practices, and striving for Quality. This appears to me to be a classic case of Black Or White Disease. Either you are a "Duct Tape Programmer" who works fast and ships early but who's code is crap, or you are an "Architecture Astronaut" who over designs everything and never ships anything.

Ayende responds with disbelief that anyone would seriously suggest people abandon good practices in preference of relentless hacking just to ship a product. I'm not sure that was the message Joel was trying to send, though he was certainly saying that Unit Testing isn't worth the added cost.

Most of the debate therefore boils down to Quality, which I've touched on before in The Paradox of Quality. Quality is tricky. Jack Charlton hits on this by saying that quality is really just one dimension of many that must be balanced when developing a product. If fast to market with lots of features is a requirement, the only thing left to give up is quality.

But when you sacrifice code quality you are sacrificing product quality as well, and you are certainly adding long term cost. What shipped project ships once and never has to be dealt with again? Furthermore, what shipped product stays as simple as it was when it was shipped? If you sacrificed quality you're going to end up in a world of hurt when it comes time to dive back into that code and enhance it in unpredictable ways. But maybe the benefits of being first to market or shipping fast will mean that NOW you have the time to go back and raise the quality bar. Its harder to do it that way, but its not impossible.

This is what Domain Driven Design (DDD), and Test Driven Development (TDD) or Behavior Driven Development (BDD) is all about. Attempting to raise the quality of your code to the point where your product doesn't become legacy the day it is shipped (or even before its shipped...). But also attempting to do that without inordinate cost so that you can still ship your product.

This is about real world decisions with real world trade-offs. Developers don't like real world trade-offs, its part of what makes them good developers. They are given to all or nothing, Black Or White type thinking. Trade-offs are unpleasant and unwanted. But trade-offs come with real world issues, so as usual the answer of when to sacrifice some quality to ship a product earlier is: It Depends.

PS. This is the first post in a series of "Blogosphere" posts I intend to start where I write about interesting things I've seen out in the Blogosphere. If you like it, let me know!